Aggressive selling tactics are often seen associated with being ‘pushy’ and they often are seen as negative. Brett Evans article, “When to Use Aggressive Selling Tactics & When to Avoid Them” talks about this. Evans writes, “It’s true that some sales reps have definitely overdone it with aggressive selling tactics in the past, but that doesn’t mean that these types of closing strategies should be shunned forever.” Like anything, there is a time and place where it is effective to be aggressive in sales. Evans gives three aggressive sales techniques that are still relevant and useful. They are:

Ramping up the pressure. “Ramping up the pressure on closing a sale within a certain time frame plays on the buyer’s fear of losing out on an opportunity or on money.” This should only be used when your client needs a push to make a decision. There is nothing wrong with taking some time to make big decisions, but sometimes it takes so long it risks derailing the close.

Being persistent. “To be effectively persistent, keep raising closing questions if you’re getting a “no.” For example, if a buyer says they have to pass, you should ask what you can do to change their mind.” Only do this if you know the buyer truly is interested.

Taking something away. “Taking something away from the deal is one of the most aggressive selling tactics you could use, but sometimes, it’s necessary. It works on the prospect’s fear of losing more than they’ll gain.”

These sound harsh written out, but haven’t you seen them in your sales experience? If used correctly, they can help the process along and close deals. If used at the wrong time or in the wrong situation, they can hurt all the work put into the sale already. What are your thoughts on aggressive sales techniques?

We all know how useful LinkedIn is in connecting with people, but many don’t understand how to utilize it specifically for sales. Mike Schultz introduces 31 tips for doing this. A few favorites from the list include:

In Grant Cardone’s article, he talks about hearing the line “I’m not buying today” and how most sales people see this as an objection. Because they view this line as an objection, they lost the sale. Instead, Cardone says we need to view it as a complaint. “Customers use this as a way to protect themselves from bad salespeople. Other complaints include the following: “I’m just looking”, “I only have 10 minutes”, “I’m looking for someone else”, “You’re wasting your time with me”, “Let me see your manager”, and the list goes on.” These complaints don’t necessarily mean they won’t buy.

“The trick is to always agree with them. It’s better to surrender here and close later.” Cardone even thinks that with preparation you can know what they’ll say before they say it. Try your hardest to not be caught off guard. If your customer says they won’t buy today, don’t worry as much but try harder in more creative ways.

In Adam Slutskin’s article, he writes, “To set up your business for long-term success, you need to win and retain long-term clients.” The key to this is to make sure your clients perceive you as a trusted advisor who vital. Three ways to do this:

Create Service Delivery Standards. Customer service is so important, so make sure you show this as a priority by delivering when you said you would.

Use Automation Tools. “Automation allows you to deliver your service faster, which makes your clients more confident in your value to their business and less likely to end their business relationship with you.”

Stay in Front of Your Clients. Other ways to stay in touch with customers:

In Scott Anderson’s article, he addresses the fact that few salespeople are able to contact to the economic decision maker. He lists the barriers from the seller’s perspective:

“It is outside their comfort zone. Many do not feel they can pull off an executive meeting.”

Adding value. “As a salesperson, you must do your homework on the customer and know what is important to them. You must demonstrate this in the meeting.”

“It is easier to take the path of least resistance and sell to the gatekeeper.”

Anderson says that in order for you to talk to the executive and set up a meeting, you need to be motivated, confident, and have a trust that you will bring value. He suggests reflecting on some questions:

How motivated am I to call higher?

What’s in it for me? How badly do I want this?

How comfortable am I at the Executive-Level?

Does the customer trust me to bring value?

What questions would you add? To see the full list, read the whole article. How have you had success in reaching the Executive Level?